We are seeing that mature S&OP processes now support rolling forecasts, enterprise resource reallocation, and strategy execution. In this article, however, the author argues that to keep employees informed, engaged, and focused on executing strategy, S&OP outcomes must be communicated properly.

To overcome the strategy to execution gap, executives may choose to reorganize, but before doing so should consider these four recurring key themes to develop an organization with strategy to execution capability

During the past century, companies’ efforts to achieve their strategic initiatives have led to the improvement, and thus reduction, of operational work (run-the-business activities) and to an increase in projects (change-the-business activities).